David R. Moore, Mei‐I Cheng and Andrew R.J. Dainty
A number of confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment are…
Abstract
A number of confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment are discussed. A significant difference between the US and UK approaches to performance assessment is identified as being the issue of behaviours. A hierarchy of terms and their specific meanings is proposed as a first step in addressing the identified confusions. A particular aspect of this hierarchy is its relevance to assessment based on behaviours and attitudes rather than simply on the results of functional analysis concerning a particular job. This has implications for the future direction of performance assessment in the UK, particularly with regard to identifying the differences between average and superior performance.
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Mei‐I. Cheng, Andrew R.J. Dainty and David R. Moore
To report on the development of a new, more balanced approach to managing the performance of key employees in project‐based organizations.
Abstract
Purpose
To report on the development of a new, more balanced approach to managing the performance of key employees in project‐based organizations.
Design/methodology/approach
Following the establishment of the role‐based criteria for performance excellence through focus groups and subsequent factor analysis, performance profiles of a range of superior and average performing managers were compiled. These were based on behavioural event interviews (BEIs) from which job, person and role‐based aspects were derived. The final performance model was validated through assessments with an expert panel of HRM specialists.
Findings
This research has developed and demonstrated the potential of a more holistic approach to managing performance which includes reference to the job requirements, personal behaviours and the role context. It was found to be particularly suitable to measuring managers' performance in dynamic team‐based environments.
Research limitations/implications
The empirical work upon which the new performance framework is based was derived from a limited study within two construction organizations. Future work will explore the applicability of the approach within other organizations and industries.
Practical implications
Applying this framework to key HRM activities has the potential to improve the ways in which companies manage, develop and retain their key managerial resources. Notably, they should be able to engender a more participative, developmental approach to the HRM function, thereby helping to ensure sustained performance improvements in the future and improved resource usage effectiveness.
Originality/value
The paper presents the basis for a completely new performance management paradigm which embeds managerial competence/competency in a way which more accurately reflects the realities of managerial practice.
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Mei‐I Cheng, Andrew R. J. Dainty and David R. Moore
Research on managerial competence has been narrowly focused and confusing in its terminology. In particular, a disparity has emerged between the definitions and assessments of…
Abstract
Research on managerial competence has been narrowly focused and confusing in its terminology. In particular, a disparity has emerged between the definitions and assessments of competence developed in the USA and the approaches adopted in the UK. In this paper it is argued that each perspective is incomplete and therefore lacking as a comprehensive frame for understanding both managerial competence and the management of performance. Furthermore, they have failed to deal with issues of the dynamic environment and the widely different contexts for managerial performance, particularly with regard to identifiable cultural differences. This paper aims to paint a more complete picture of “competence” by subjecting it to conceptual analysis. An examination of its contemporary use identifies both conceptual and practical flaws. Accordingly, an alternative approach is posited which places emphasis on those issues critical to achieving desired enhancements in management performance.
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Mei‐I Cheng, Andrew Dainty and David Moore
The paper seeks to show that implementing change initiatives in organizations is extremely problematic, particularly in relation to human resource management (HRM) initiatives…
Abstract
Purpose
The paper seeks to show that implementing change initiatives in organizations is extremely problematic, particularly in relation to human resource management (HRM) initiatives. The challenges inherent in implementing new HRM systems and procedures is arguably more acute in project‐based organizations where temporary teams and geographically dispersed employees render the coherent implementation of new systems and procedures problematic. This paper presents the findings of case study research in which the implementation of a new performance management system for improving individual project manager performance is evaluated. A framework is developed for guiding the implementation of similar change initiatives in other project‐based organizations.
Design/methodology/approach
A longitudinal case study methodology was adopted for the study. This enabled the ways in which resistance to change was manifested, and to be explored, and the actions necessary to circumvent barriers to its use discerned. The final framework is derived from a review of change strategies in other industries and sectors as well as from the case study findings.
Findings
The paper finds that barriers to implementing new performance solutions stemmed from a lack of senior management commitment and support, ingrained working practices and an absence of appropriate training interventions. These are relatively straightforward to overcome as part of a robust implementation framework.
Research limitations/implications
The assertions made within the paper are based on a single case study. Further work is required to validate the findings within other organizations.
Practical implications
The posited approach in this paper provides a practical implementation methodology, which may be transferable to other project‐led organizations. The framework provides a point of departure for organisations looking for practicable ways of mitigating organizational resistance to performance initiatives, particularly project‐oriented businesses, which face additional challenges in terms of delivering coherent change programmes.
Originality/value
In the paper the practical implementation methodology proposed provides a point of departure for companies considering strategies for successfully implementing performance management tools in the future.
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The purpose of this paper is to explore how consumers’ trust is enhanced by e-commerce-based agribusiness companies. It also aims to shed light on the role of social commerce in…
Abstract
Purpose
The purpose of this paper is to explore how consumers’ trust is enhanced by e-commerce-based agribusiness companies. It also aims to shed light on the role of social commerce in improving consumers’ trust.
Design/methodology/approach
To achieve the research purpose, an in-depth multiple case study is performed. In this study, three cases in short food supply chain (SFSC) in China are selected, and they are all e-commerce agribusiness companies. They adopted common ways to build up, maintain and reinforce consumers’ trust.
Findings
It is revealed that the companies innovatively adopted social commerce, both online and offline, to overcome the trust problems usually faced by e-commerce companies. It is also shown that offline contact with potential consumers is an important first step for agribusiness e-commerce entrepreneurs to build up trust with consumers.
Research limitations/implications
By adopting a multiple case study method, the research has limited generalizability to other types of SFSCs. Since the findings are from Chinese agribusiness e-commerce companies, the generalization to other sectors must be done with caution.
Practical implications
Some managerial implications are given as follows: first, offline contact with consumers could be realized through different channels. Taking advantage of existing social network or trying to find consumers in urban communities might be effective ways. Second, trust building with consumers is not an easy task, managers need to emphasize trust building, trust maintaining, as well as trust reinforcing with consumers. In agri-food sector, managers might need to specifically address the importance of food safety and quality so as to not lose consumer trust in one night.
Originality/value
The study has mainly two contributions: first, it has managerial implications for agribusiness e-commerce entrepreneurs, addressing the important role of social presence in building up consumer trust. Second, it contributes to social presence and social relations literature by providing new empirical evidence from e-commerce in agri-food sector and in developing countries.
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Emmanuel Tayo Adu and Akintayo Opawole
Effort towards improving project performance has necessitated the need for effective teamwork among the stakeholders in the construction industry. The purpose of this paper is to…
Abstract
Purpose
Effort towards improving project performance has necessitated the need for effective teamwork among the stakeholders in the construction industry. The purpose of this paper is to identify the major attributes of effective teamwork and the challenges encountered by the team during construction with a view to improving performance of projects.
Design/methodology/approach
Data for the study were obtained through 420 structured questionnaires, which were administered to a sample of project participants including clients’, contractors’ and consultants’ organizations’ representatives in South-Southern region of Nigeria. Data collected were analyzed using percentage, mean item score and Kruskal–Wallis rank test.
Findings
The findings revealed leadership skills, top management support and interpersonal dynamics of the team among the critical attributes for effective teamwork. The prevailing challenges of effective teamwork were identified as essentially; poor leadership, poor rapport among team members and lack of effective communication.
Practical implications
The study ultimately provides implication for effective team building among clients’, consultants’ and contractors’ organizations towards efficient delivery of construction projects. Moreover, the stakeholders in the industry would find the results of this research useful in managing human and non-human components of construction projects through the understanding of the attributes and challenges of teamwork with ultimate aim of achieving effective project performance.
Originality/value
The findings reveal that all the key stakeholders’ organizations; clients, consultants and contractors’ organizations exhibit similar perceptions of the attributes and challenges confronting teamwork in construction project delivery. The empirical evidence provided on the attributes and challenges would therefore offer robust information in building effective project team by stakeholders during the planning and implementation stages, which is a right step towards enhancing construction project performance.
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Luis Ballesteros-Sánchez, Isabel Ortiz-Marcos and Rocío Rodríguez-Rivero
The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment.
Abstract
Purpose
The purpose of this paper is to identify and investigate the main challenges that project managers (PMs) face in the current projectification environment.
Design/methodology/approach
This research was conducted by means of semi-structured interviews and questionnaires. The participants in the study were 15 PMs and 57 project team members. A content analysis of the data was conducted by an inductive approach to determine the strengths and weaknesses that the PMs and project team members perceived.
Findings
The research reveals interesting insights, such as the identification of emerging challenges for the PMs of today, which include dealing with communications issues, motivating project team members, providing leadership and increasing team members’ emotional management and confidence.
Research limitations/implications
The main limitation is the size and location of the sample, which represents the points of view of 15 Spanish PMs and the members of their work teams and sets aside the cultural aspects.
Originality/value
This new era is changing how organizations and managers must deal with people management, evolving toward more flexible and engaging leadership styles. This paper helps to provide new insights concerning the emerging challenges and needs of PMs, while integrating team member’s perceptions.